Mohmed Yakub

8/12/2019 Mohmed Yakub

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INTRODUCTION

The performance appraisal of the employees will determine the level and type of

training that should be imparted. The basis for assessing training needs is performance

appraisal. The concept of performance appraisal exists ever since the organization stared

functioning. In order to improve the quality of work life performance appraisal is

required. As the work culture in the organizations are changing in terms of strengthening

teamwork, continuous improvement, learning and such other activities, performance

appraisal becomes inevitable and the approach to performance appraisal will also be

changing. There is a feeling that performance appraisal is only an activity to achieve

shortterm ob!ectives. "ome also feel that it focus on the team. "ome others feel that it

will be useful only in the extreme cases where employees are either highly effective oreffective.

The opinion is also goes that it is purely sub!ective and at times it puts down the

morals of the employees. All these opinions and feelings are not true. In reality,

performance appraisal programme improves the work culture continuously. #erformance

appraisal is an effective tool in the hands of the executives to improve the quality of work

in the organization.

#erformance appraisal will also help the employers defend their action against

employees. In order to satisfy statutory obligations, employers have to maintain the

service records of the employees. $henever any good or negative actions are taken

against an employee, it will be recorded in the service register. In a way, this register

becomes a performance appraisal tool in the hands of employer to take decisions

regarding the improvement of service conditions of the employees, or to assess the

efficiency level of the employees or to design the training methods for them. #erformance

appraisal is also messenger to convey the management whether % & practices of the

organization matches with the goals of the organization. Therefore performance appraisal

has become an 'administrative tool( in the hand of an employer.

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#ersonnel executives of organization help their employees to improve their performance

it is their ma!or activity. *ut every executive feel that performance appraisal is tough task. +ften

it is even harder to convey that !udgment to the employee in a constructive and painless manner

and to translate feedback on past performance in top future improvement.

EVOLUTION

%istorically speaking, the concept was evolved for the first time in the period of

$orld $ar ). -" Army adopted 'an to an( rating system for evaluating military personnel.

Industrial units in )/01s and )/21s adopted this concept to pay wages to workers drafted for

work on hourly basis. These units adopted '3rade wage increments( on the basis of 45&IT6.

This concept was termed as 'erit &ating #rogramme(. This continued up to mid fifties.

According to this plan of wage payment, emphasis was on factors, degree and points. In this

period '#ersonnel Appraisal( concept was evolved for technical, professional and managerial

personnel. "ince then the concept of '#erformance Appraisal( has undergone considerable

changes, and even the terminology 4erit &ating6 is changed to '#erformance Appraisal(. This

concept is now used for developing parameters for salary ad!ustments, promotions, transfers etc.

DEFINITION

According to &oland *en!amin, a '#erformance Appraisal determines who shall receive

merit increases7 counsels employees on their improvement7 determines training needs7

determines promotability7 identifies those who should be transferred. oreover, it improves

employee !ob performance7 encourage employees to express their views or to seek clarification

on !ob duties7 broadens their outlook, capacity and potential7 promotes a more effective

utilization of manpower and improves placement7 facilities selection, reward and promotion of

the best qualified employee7 prevents grievances and increases the analytical abilities of

supervisor(.

According to 8ummings, 'the overall ob!ective of performance appraisal is to improve the

efficiency of an enterprise by attempting to mobilize the best possible efforts from individuals

employed in it. "uch appraisal achieves four ob!ectives including the salary reviews, the

development and training of individuals, planning !ob rotation and assistance promotions(.

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OBJECTIVES OF PERFORMANCE APPRAISAL:

)9 To maintain inventory of number and quality of all managers and to identify and meet

their training needs.

09 To provide a reliable index for promotion and transfer to position of greater

responsibility.

29 To maintain individual and group development by informing the employee of his

performance standards.

:9 To plan career development, human resources planning based on potentialities.

;9 To discover, analyze and classify the differences amongst workers visa vis lob standards.

9 To develop better employer employee relationship through mutual confidence which

comes as a result of frank discussions between superior and his men.

/9 To provide research data for improving the overall personnel information system.



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1.2 REVIEW OF LITERATURE

1.2.1 INTRODUCTION

#erformance appraisal is a inevitable tool of an organization. *ecause it provides vital

information on issues like merit, promotion, incentives etc. it throws light on weak aspects of

essential areas like finance, marketing, human resource of the organization. The valid

information available on these areas can help the management to adopt corrective measurement.

?ormal appraisal plans are designed to meet the following purposes

)9 #erformance appraisal provides back for systematic !udgments on salary enhancement,

transfers, demotion and termination.

09 It provides information to employees on their work efficiency and suggests changes in their

behavior, attitudes, skills or !ob knowledge.

29 It provides a base for coaching and counseling the individual by the superior.

:9 #erformance appraisal improves employee !ob performance, encourages employees to express

their views or to seek clarification on !ob duties, broadens their outlook, capacity and potential.

;9 It #romotes more effective utilization of manpower and improves placement, facilities

selection, reward and backing.


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1.2.2THE PREVIOUS STUDIES ON PERFORMANCE APPRAISALA review of performance rating research prior to )/>1 reveals that emphasis was placed

upon the search for the @best@ rating system which maximized the quality of the performance

measurements by minimizing rating errors Bandy C ?arr, )/>19. +ver time, however, it became

clear that a critical component of any rating system beyond the rating format and other

structural characteristics9 is the performance rater.

Accordingly, a ma!or paradigm shift occurred during the )/>1s with the @cognitive

revolution@ in appraisal research. 8ognitive models of the rating process were proposed whichattempted to explicate the cognitive presses of performance raters e.g., DeEisi, 8afferty, C

eglino, )/>:9. The central premise of these models is that the rater is an information processor

and as such may experience breakdowns in rarer cognitive processing such as failure to recall

ratee performance information at the time of rating9. oreover, an assumption of these models is

that we can maximize the quality of our performance measurements if we design rating formats

e.g., behavioural diaries9 and training programs e.g., ?rameofreference training9 which

attempt to mitigate against these potential processing breakdowns ?eldman, )/>)7 "ulsky C

Day, )//09.

uch of the research from the previous decade examined various predictions emanating

from various cognitive models Ilgen, *arnes?arrell, C cFellin, )//29. %owever, the

emphasis upon cognitive processing was met with some criticism. *anks and urphy )/>;9, for

instance, pointed out that cognitive processing models do not take into account rater motivation

to rate performance accurately an important factor contributing to rating variance. Eot

surprisingly, beginning in the midtolate )/>1s, there was an upsurge of interest in motivationalvariables which may underlie rating behaviour Bongnecker, "ims, C 3ioia, )/>=9. 8urrently,

both cognitive and motivational variables are now being integrated into models of rating

behaviour e.g., &obbins C DeEisi, )//:9.

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8opies of the 5A*&A&" performance appraisal may be obtained from the author.

). 8raig 5ric "chneier and &ichard $. *eatty, @Integrating *ehaviorally *ased 5ffectiveness

*ased ethods, 'The #ersonnel Administrator, IJ Kuly )/=/9, . 8raig 5ric "chneier and &ichard $. *eatty, @Developing *ehaviorally Anchored &ating

"cales *A&"9,@ The #ersonnel Administrator , IJ August )/=/9, ;/.

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/. American Institutes for &esearch, @Development of #erformance 5valuation and "election

#rocedures for the 8ooperative 5xtension "ervices@ $ashington, D.8. AI&, )/=/9.

)1. Thomas ?. #atterson, Kr., @A "tudy to Determine the &elationship *etween &ural Eew

5ngland 5xtension Agent 5ducational +rientation and Kob #erformance@ #h.D. dissertation,

Indiana -niversity, *loomington, +ctober )/>:9.

*$+ "$ +e "e%#ne per%$r&'n(e 'ppr'#s') 'n" +h, "$ +e &e's!re #:

Despite the importance of performance appraisal few organizations clearly define what it

is they are trying to measure. In order to design a system for appraising performance, it is

important to first define what is meant by the term work performance. Although a person6s

!ob performance depends on some combinations of ability efforts, and opportunity, it can be

measure in terms of outcomes or results produced. #erformance is defined as the record of

outcomes produced on specified !ob functions or activities during a specified time period.

?or example a trainer working for a world bank was evaluated on her 'organization of

presentation( which was defined as 'the presentation of training material in a logical and

methodical order.( The extent to which she was able to make such 4methodical6 presentation

would be one measure of outcomes related to that function. The customer who receives the

training evaluated those outcomes.

+bviously a sales representative would have some measure of actual sales as an outcome

for a primary function of that !ob. 8ustomer service is a likely candidate as another

Important function that would have different outcome measures for defining performance.

8ollege professor are typically evaluated on three general work function teaching, research

and service. #erformance in each of these areas is defined with different outcome measures.

"tudents are obviously one source of data to evaluate the quality of the teaching.

#erformance on the !ob as a whole would be equal to the sum or average of

#erformance on the ma!or !ob functions or activities.

?or example the $orld *ank identified eight !ob functions for their trainers example use of

relevant examples, participant involvement, evaluation procedures9. The functions have to do

with the work that is performed and not the characteristics of the persons performing

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unfortunately, many performance appraisal with measures, traits, or competencies of the

person.

$e emphasize that the definition of performance refers to a set of outcomes produced during

a certain period of time and does not refer to the traits, personal characteristics, or competenciesof the performer. $e are not saying that there is no place for the measurement of competencies

or traits. $e believe however, that there should be a clear distinction between the measurement

of the person and measurement of performance.

Des#-n#n- 'n 'ppr'#s') s,se&:

The process of an appraisal system should involve managers, employees, %&

professionals, and internal and customers in making decision about each of the followingissues

)9 easurement content.

09 easurement process.

29 Defining the rater i.e. who should rate performance9

:9 Defining the ratee i.e. the level of performance to rate9

;9 Administrative characteristics.

W*AT S*OULD BE RATED:

The seven criteria of assessing performance are

)9!')#,:The degree to which the process or result of carrying out an activity approaches

perfection.

2/ !'n#,:The amount produced, expressed in monetary terms number of units, or number

of completed activity cycles.

3/ T#&e)#ness:The degree to which an activity or result produced.

0/ C$s e%%e(#eness: The degree to which the use of the organization6s resources e.g.

human, monetary, technological, and material9 is maximized in the sense of getting the

highest gain.

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/ Nee" %$r s!per#s#$n:The degree to which a !ob performer can carry out a !ob function

without supervisory assistance.

/ Inerpers$n') #&p'(:The degree to which a performer promotes feelings of self esteem,

goodwill and cooperation among coworkers and subordinates.4/ Tr'#n#n-:Eeed for training for improving his skills knowledge.

OBJECTIVES OF PERFORMANCE APPRISAL:

)9 To establish a more effective twoway communication.

09 "et performance ob!ectives.

29 %elp employee in getting clarity of his !ob.

:9 %elp improve current performance.

;9 Assess past performance.

9 To allocate fair and !ust rewards.

/9 To identify staff with promotional possibilities.

)19 Assist careerplanning decisions.

#erformance appraisal system involves three main parties

The apprise

The appraiser

The central planning and control functions of the organizationpersonnel departments9

The e')!'#$n pr$(ess:

5stablish performance standards.

)9 8ommunicate performance expectations to employee.

09 easure actual performance.

29 8ompare actual performance with standards.

:9 If necessary, initiate corrective action.

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I&p$r'n(e $% he per%$r&'n(e 'ppr'#s')1. It provides systematic !udgments to backup salary increases, transfers, promotion, demotion,

or termination.

2. It is means of telling a subordinate how he is doing, and suggesting needed changes in his

behavior attitudes, skills or !ob knowledge. They let him know where he stands with the

boss.

3. The superior uses it as a base for coaching and counseling the individual.

MET*ODS OF PERFORMANCE APPRAISAL:

There are two methods of performance appraisal

)9 Tradition methods.

09 odern methods.

TRADITIONAL MET*ODS:

1/ "T&I3%T &AEFIE3 5T%+D It is the oldest and simplest method of performance

appraisal, by which the man and his performance are considered as an entity by the rater. Eo

attempt is made to fractionalize the ratee or his performance, the 'whole man( is compared with

the 'whole man(, that is the ranking of a man in a work group is done against that of another.

09 AET+AE 8+#A&I"+E 5T%+D The -"A army used this technique during the

?I&"T $I&BD $A&. *y this method, certain factors are selected for the purpose of analysis,

and the rater for each factor designs a scale. A scale of man is also created for each selected

factor. The each man to be rated is compared with the man in the scale, in the certain scores for

each factor are awarded to him.

29 3&ADIE3 5T%+D -nder the system, the rater considers certain features and marks them

accordingly to a scale. 8ertain categories of worth are first established and carefully defined. The

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selected features may be analytical ability, cooperativeness, etc. they may be A outstanding7 *

very good7 8good or average7 Dfair7 5poor7 and L* or *9 very poor or hopeless.

:9 8%58FBI"T -nder this method, the rater does not evaluate employee performance7 hesupplies about it and the personnel department does the final rating. A series of questions are

presented concerning an employee to his behavior. The rater, then, checks to indicate if the

answer to a question about an employee is positive or negative.

;93&+-# A##&AI"AB 5T%+D -nder this method, an appraisal group rates employees,

consisting of their supervisor and three or four other who have some knowledge of their

performance. The supervisor explains to the group the nature of his subordinate6s duties. The

group then discusses the standards of performance for their !obholder, and the causes of their

particular level of performance, and offers suggestions for future improvement, if any.


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d. *ehaviorally anchored rating scales.

1. APPRISAL B5 RESULTS OR MANA6EMENT B5 OBJECTIVES 7MBO/

#eter Drucker has evolved this method. *+ is potentially a powerful philosophy of managing

and an effective way for operationalising the evaluation process. It seeks to minimize external

control maximize internal motivation through !oint goal setting between the manager and the

subordinate and increasing the subordinate6s own control of his work. It strongly reinforces the

importance of allowing the subordinates to participate actively in the decisions that affect him

directly.

anagement by ob!ectives can described as 'a process whereby the superior and subordinate

managers of an organization !ointly identify its common goals, define each individual6s ma!or

areas of responsibility in terms of results expected of him and use these measures as guides for

operating the unit and assessing the contributions of each of its members.

0. A""5""5ET 85ET5& 5T%+D

-nder this method, many evaluators !oin together to !udge employee performance in several

situations with the use of a variety of criteria. It is used mostly to help select employees for the

first level the lowest9 supervisory positions assessments are made to determine employee

potential for purposes of promotion. The assessment is generally done with the help of a couple

of employees and involves a paper and pencil test, interviews and situational exercises etc.

.2. D53&55 #5&?+&AE85 A##&AI"AB

The appraisal may be any person who has through knowledge about the !ob done by the contents

to be appraised, standards of contents and who observes the employee whole performing a !ob.

The appraiser should be capable of determining what is more important and what is relatively

less important. %e should asses the performance without bias. The appraiser are supervisors,

peers, subordinates, employees themselves uses of service and consultants. #erformance

appraisal by all these parties is called '2


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:. %-AE A""5T A88+-ETIE3 5T%+D

The human asset accounting method refers to activity devoted to attaching money estimates

to the value of a firm6s internal organization and its external customer goodwill. If able, well

trained personnel leave a firm, the human organization is worthless7 if they !oin it, its human

assets are increased. If distrust and conflict prevail, the human enterprise is devalued. If

teamwork and high morale prevail, the human organization is a very valuable asset..

;. *5%AJI+-&ABBM AE8%+-&5D &ATIE3 "8AB5 *A&"9

This is a new appraisal technique, which has recently been developed. Its supporter claims that it

provides better, more equitable appraisal as compared to other techniques. The procedure for

*A&" is usually five stepped.

). 35E5&AT5 8&ITI8AB IE8ID5ET" persons with knowledge of the !ob to be appraised

!ob holderH supervisors9 are asked to describe specific illustration critical incidents9 of effective

performance behavior.

0. D5J5B+# #5&?+&AE85 DI5E"I+E" These people then cluster the incidents into a

smaller set or say ; or )19 performance dimensions. 5ach cluster dimension9 is then defined.

2. &5ABB+8AT5 IE8ID5ET" Any group of people who also know the !ob then reallocate the

original incidents. They are given the cluster6s definitions, and critical incident, and asked to

redesign each incident to the dimensions it best describes. Typically a critical incident is retained

if some percentage usually ;1 to >1N9 of this group assigns it to the same cluster as the previousgroup did.

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or approving personnel actions based on the performance appraisal7 and for providing a feed

back of performance appraisal to the subordinate.

*ecause of these reasons supervisors6 rating are regarded as the best possible assessment7 and

they are often considered as the 'heart of the most appraisal system '. This is so because gettingsupervisors appraisal is relatively easy and also make sense. Therefore, most appraisal system

rely heavily on the supervisors6 evaluation. In such rating hierarchical control is maintained over

the appraisal process.

The staff specialist, i.e., the personnel officers, also does appraisal.

They may advice the supervisors while evaluating their subordinates stressing the need for

evidence for making specific appraisal !udgments and comparing a particular subordinates6

evaluation with those of others.

The appraisal of an individual may also be done by his peers. "uch appraisal proves effective

in predicting future management success. &esearchers have verified that rating made by peers

have been quite accurate in predicting which persons would be promoted and which would not.

"ometimes selfevaluation is also employed for evaluating performance. "elf rating emphasizes

human relation, which supervisors focus on technical knowledge and initiative. 5dwin ?lippo

observes 'The ma!or value lies in the development and motivation areas, it being claimed that

this approach

)9 &esults in a supervisor upward flow of information,

09 ?orces the subordinate to become more personally involved and, to some extent constraints

him to think about himself and his work,

29 Improves communication between supervisor and subordinate, in that each is given more

information by the other when disagreement are discovered, and

:9 Improves motivation as a result of great participation. *ut this approach has its disadvantage

that the individual may rate himself excessively high than it would be if he were rated by his

superior. *ecause of this fairly consistent upward bias in selfappraisal, the best thing would be

to use this appraisal for counseling and developing subordinates. They are not as useful for

making salary and promotion decision.

any companies use rating committees to evaluate employees. These committees consist

of supervisors, peers, and subordinates. 5veryone on the committee is a person who is able to

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intelligently evaluate some aspect of the employee6s performance. any discrepancies in the

ratings may occursuch as 'very strict( or 'very lenient( ratings L when evaluations are done by

individuals. It 'cancel therefore been felt that 'the combined use several rates can help 'cancel

out( problems 4bias6 as 4halo6 effect on the part of the individual rates. "econd, the raters atdifferent levels in the organization usually observe different facts of an employee6s !ob

performance and the appraisal by a group reflects these differences.

Bast, in many companies, subordinates and superiors !ointly establish goals and periodically

evaluate the subordinate6s performance with respect to these goals.

8Wh'9 $% 'ppr'#s'):

The 'what( of the performance appraisal consists in appraising nonsupervisory

employees for their current performance, and managers for future potential. It also includes

evaluation of human traits.

The 8+h,9 $% per%$r&'n(e:

The 'why( of an appraisal is concerned withO

8reating and maintaining a satisfactory level of performance of employees in their present

!obs.

%ighlighting employee needs and opportunities for personal growth and development.

Aiding in decision making for promotions, transfers, layoffs and discharges7 and

#romoting understanding between the supervisor and his subordinates #roviding a useful

criterion for determining the validity of selection and training methods and techniques and

formingconcrete measures for attracting individual of higher caliber to the enterprise.

The 8+hen9 $% 'ppr'#s'):

The 4when6 answers the query about the frequency of appraisal.It has been suggested

informal counseling should occur continuously. The manager should discuss an employee6s work

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as soon as possible after he has !udged. %e should use good work as an opportunity to provide

positive reinforcement and use poor work as a basis for training.

I most organizations employees are formally evaluated once a year, in others twice a year. Eew

employees are rated more frequently than the older ones. The ideal thing is that each employeeshould be rated three months after being assigned to a !ob, after six months on the !ob, and every

six months thereafter. The time of rating should not coincide with the time of salary reviews. ?or

if the two occur together constructive evaluation and considerations of selfdevelopment will

probably take second place to the pressures of pay.

The 8+here 8$% 'ppre(#'#$n:

The 'where 'indicates the location where an employee may be evaluated. It is usually done at the

place of work or the supervisor.

Informal appraisal may take anywhere and everywhere, both on the !ob in work situations and

off the !ob.

The 8*OW9 $% 'ppr'#s'):

-nder 'how( the company must decide what different methods are available and which of these

may be used for performance appraisal. +n the basis of the comparative advantages and

disadvantages it is decided which method would suit the purpose best.

Pr$;)e& #n per%$r&'n(e 'ppr'#s'):There are two types of problems associated with performance appraisals.

). $hite collars Js blue collar no appraisal system can appraise both type of employees viz

white collar and blue collar because varying competencies required for performing

respective !obs.

0. Tasks Js abilities the task given to the employee may be disproportionate to the actual

abilities of the employee. Then the performance of the employee may be at the expected

level.

2. Kob related attributes Js overall criteria the employee may be well equipped in terms of

skills required to perform a !ob may be lacking in other required competencies which

will hinder overall performance.

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:. 8onfidentiality Js openness any appraisal system does not clearly specify the degree of

confidentiality or openness.

;. &eliability Js validity the reliability and validity of any appraisal system is not

established.). 5xtreme marks or opinions. It causes seem to lie party in appraisers lacking confidence and

falling to exercise sufficient discrimination and partly in communication process appraiser

do not like to give extreme signals.

Beniency Appraiser tends to assess subordinates either leniently or harshly due to different

standards used. Different appraiser interprets the same parameter in these are the problems

essentially associated with the people involved in process

). &e!ection &e!ection of the system due to inability to understand the system and its

process and the commitment by the people involved in system . The re!ection can also be

due to the lack of efforts from the implementing agency.

0. "ub!ectivity "ub!ectivity is a significant problem in performance appraisal. *oth

superior and the subordinate come to different conclusion based on the same date due to

different backgrounds, value, likes, dislikes, etc.

2. 8entral tendency The superior tend to water down the assessment by not giving

different way based on their own standards.

:. %alo effect This is a tendency where the appraisers tend to identify subordinates with the

#articular quality either good or bad and generalizing the whole assessment on it.


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There are two basic purposes

). Developmental purpose.

0. Administrative purpose.

). Developmental purpose

#rovide performance feedback.

Identify individual strengthsH weakness.

&ecognize individual performance.

Assist in goal identification.

5valuate good achievement.

Identify individual training need.

&einforce authority structure.

Allow employees to discuss concerns.

Improve command.

#rovide a forum for leaders to help.

0. Administrative purpose

Document personnel decisions.

Determine promotion candidates.

Determine transfers and assignment.

Identify poor performance.

Decide retention or termination.

Decide on layoffs. Jalidate selection criteria.

eet legal requirement.

5valuate training programsH progress.



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#ersonnel planning.

ake rewardH compensation decision.

Wh, 'ppr'#s') e(hn#


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services that most electricity companies offer their customers nowadays. *roadband power line

*#B9 started to arrive in the late )//1s. "imultaneously the energy companies are also being

forced to look for telecoms solutions for their core business and are looking at demand side

anagement services to better manage their network, offer better services to their customers andhandle the gigantic increase in electricity demand throughout the world and at the same time

manage security issues and the environmental impact of all of that. This could well lead to a 2 rd

national broadband platform next to telecoms and digital TJ.

The utilities around the world are recognizing the natural competitive advantage they have in

telecommunications. This comes from the use of infrastructure they have in place, their systems,

a strong relationship with, and an understanding of a large customer base, and a core competency

in network management and maintenance. It is a natural extension of business activity for a

power company to enter into telecommunications. Eew development in *roadband #ower Bine

*#B9 technologies is making it possible for these utilities to enter the more lucrative broadband

market. After technical trials in 011:, commercial trails were launched during 011; in %obart

and Queen *eyan. ?ull commercial operations are expected in late 011


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As the political and social rebuilding of Afghanistan proceeds following years of war and civil

unrest, the country has started putting a new national telecommunications infrastructure in place.

The 011) war destroyed a telecommunications network already suffering serious disrepair due to

neglect by the Taliban. The nation6s network of telephone lines was left barely functioning. $ithtelecommunication set to play a crucial role in rebuilding the country6s shattered economy and

society, a properly functioning basic telephone network was always a priority. An important step

was the creation of the inistry of communications o89 by the Transition 3overnment in

early 0110. The challenge has been to attract and manage foreign investment in the country.

There have been some positive signs in this regard.

In 0112, the second 3" mobile service in the country was launched, while another two mobile

licenses were issued in "eptember 011;. *y end 011;, the mobile subscriber base had reached

about one million. In the meantime, the government, in a push to develop the fixed Lline

network, launched what it called the Bocal ?ixed "ervice #rovider B?"#9 program. The

program was expected to see hundreds of smallscale investors set up companies at the village or

provincial level using $ireless Bocal Boop $BB9 technology.

In those days #B8 was already used to send out low level telecoms signal to activate or

deactivate devices along the electricity grid. This technology was further developed over the last

century, and is used, for example, for the off peak hot water services that most electricity

companies nowadays offer their customers.

During the )/


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ost activities, however, were undertaken by the electricity companies. 3iven their

slow growing, low margin products, they saw telecoms as a new business opportunity. It

quickly became velar that the old narrowband #B8 technology was inadequate for new telecomsservices, and consequently *#B was developed more or less simultaneously by several vendors

operating in this space.

%owever the development of a new technology like *#B takes time and tacos, in the

meantime, are not standing still most developed countries now have nearly full national

coverage with their D"B networks. *#B does offer a superior product, but full standardization is

still two years 011>9 and, as with all new technological developments, end L user prices are too

high to compete with the Telco services

COMPAN5 PROFILE

A9 *A8F3&+-ED AED IE85#TI+E +? T%5 8+#AEM.

*9 EAT-&5 +? T%5 *-"IE5"".

89 JI"I+E, I""I+E, AED Q-ABITM.

D9 #+BI8M#&+D-8T"H "5&JI85 #&+?IB5.

59 8+#5TIT+&" IE?+&ATI+E.

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39 A8%IJ55ETH A$A&D.

%9 $+&F ?B+$ +D5B 5ED T+ 5ED9.

I9 ?-T-&5 3&+$T% AED #&+"#58T".

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A couple of years ago *#B has decided to leverage its engineering capabilities owned over

the last thirty years to supply components and capital goods to outside customers.

It is our firm belief that if we have to exist and compete in the manufacturing business, we need

to have world class manufacturing facilities backed by innovative technologies. Initially this unit was named as 'Automation Division( Eow named as *#B ltd.

5ngineering #lastic and Design "olutions9 started as a wholly owned subsidiary of *#B. Bimited

in the year )//2.

ABOUT BPL:

Beaders in 5ntertainment 5lectronics C %ome Appliances.

Jery strong &esearch C Development set up.

"tarted in the year )/1.

8ollaboration with "anyo, Kapan.

5xpanded factories from )/>: onwards.

?actories at )> locations all over India.

Added white goods manufacturing in )//0.

*9 NATURE OF T*E BUSINESS:

The facility at *ommasandra %osur &oad in *angalore has mainly

Design C anufacturing of #lastic in!ections moulding tools.

anufacturing of plastic in!ection oulded components.

Design, anufacture C commissioning of Bow cost Automation #roducts, Kigs C

?ixtures.

Design services.

*#B Automation has a stateof Ltheart too room to make medium and large size plastic



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in!ection moulds supported by a strong design team with software support like 8atiaH

8immitronH -nigraphics Could flow analysis.

o The company has committed to continuous investment in technology and to upgrade the

technical competence of our employees to meet rising demand of our customers.

o The company has an excellent mo1ulding shop with 0> digitally controlled in!ection

moulding machines from ;1T to )


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-"A, when he became to India armed with a vision of pioneering the manufacture of

superior quality electronic products, he dreamed of making *#B a household name.

'Jalue based learning organization with human resources exceptionally skilled, highly

motivated and committed to meet the current and future challenges(.

MISSION:

'*#B is committed to achieve a leadership position in all its groups through utilization ofthe best and most appropriate technologies, applying the finest manufacturing disciplines and

most efficiently marketing high quality products and services to consistently give its

customers the best value for their money(.

At *#B, their ob!ectives are to deliver superior value to investors and customers over the

long term. And their mission is strengthened by : core benefits

Dedication to manufacturing.

8omplete control over core components Ctechnology.

Eurturing C leveraging a powerful brand.

#ursuing ethical business practices.

UALIT5 PLOIC5

'To provide products which consistently satisfy customers in performance, quality,

reliability, safety, aesthetics, and be sustained leaders in the markets to markets to serve and

exceed customer expectations(.

A quality management system has been established, implemented, maintained, and

continually improved to achieve quality policy.

The established quality policy is appropriate to the purpose of the organization.

GOVERNMENT BOYS COLLEGE 0>


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The quality policy is established to improve effectiveness of the quality management

system continually.

*ased on the quality policy. Quality ob!ectives are established.

Quality policy is communicated to organization through cards C displays.

In might review meeting, quality policy is reviewed to verify continuing suitability of

it.

Is appropriate to the purpose of the organization.

Includes a commitment to comply with requirement and continually improves the

effectiveness of the quality management system.

#rovides a framework for establishing and reviewing quality ob!ectiveness.

Is communicated and understood within the organization, and

Is reviewed for continuing suitability.

PRODUCT ? SERVICE PROFILE:

PRODUCT MANUFACTURED:

#lastic in!ection moulds.

#lastic in!ection components.

Kigs C fixtures and automation products.

Design services.

#ress tools.

"heet metal components.

"urface texturing.

The *#B Automation division is one of the five largest tool manufacturing units in the

country. The tool engineering department engages in making medium and large size plastic in!ection moulds mainly for consumer electronics and automobile industries.

GOVERNMENT BOYS COLLEGE 0/


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They supply high precision world class moulds to customers on time at competitive

prices. +ver the last few years the company has been supplying all types of plastic

in!ection moulds required for entertainment electronics and automotive industries.

COMMERCIAL TOOL ROOM:

It has been decided that tool room will build strategic relationship with corporate customers to

ensure long term mutually beneficial relationship. Two years ago the tool room restructured and

reorganized to make it more focused to fulfilling customer requirement.

+urs is the one of the largest tool manufacturing factory in the country. +ur tool room is

capable to design and manufacture any type of precision in!ection moulds for consumer

electronics, home appliances and automotive industry. ?ull fledged design facility with 2D 8ADH

8A stations, customized for tool design purpose. old flow analysis software with modules

for gas in!ection and advisory. 8apability of working on solid solution service models.

The tool room in our division is committed to provide world class tooling to our customers and

deliver on time at competitive cost. 8ommitted to leverage modern technology for the benefit

of our customers. 8ommitted to work with our customers in concurrent manner to help them

reduce the cycle time for launch of new products. 8ommitted to give our customers timely

feedback on the status of their orders of their through well documented pro!ect status monitoring

system.

$e believe in long term relationship with our customers and would upgrade and change

design and manufacturing capabilities to suit the customer requirement.

#BA"TI8 IEK58TI+E +-BDIE3

It was though advantageous to locate a moulding unit under the same roof as the tool room. Thishas given us a unique strategic advantage in terms of conducting in terms of conducting tool

trials and establishing process parameters.



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$e have a worldclass plastic in!ection moulding facility. The moulding shop has 0;

microprocessor controlled in!ection moulding machine and a sophisticated painting shop.

$e have a wide range of moulding machine for ;1T to ) LOW COST AUTOMATION:

This is *#B6s think for providing cost effective automation solutions for various

assembly plants. The section has developed expertise over the last )1 years in conceptualizing,designing, manufacturing through vendors, installing and commissioning low cost automation

solutions. $e take up manufacturing of conveyors, "#s, testing fixtures etc. please refer to the

main menu for products manufactured by our customer profile and us. $e have the capability of

designing, manufacturing large conveyors.

"ystems for entertainment electronics, home appliances products. $e have developed number

of assembly machines to suit a wide. Jariety of requirement from speaker assembly to

compressor assemblies. +ur team is capable of designing and manufacturing, inspection and

testing !igs. The factory automation is committed to provide technically elegant solutions to

satisfy customer needs.

GOVERNMENT BOYS COLLEGE 2)


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SERVICE PROFILE:

INDUSTR5 DESI6N

Eeed analysis

Bife studies

?orm and aesthetics

8oncepts and rendering

"urfacing

ock up and prototyping

3raphics, packaging and branding

PRODUCT EN6INEERIN6:

#A&T AED A""5*BM D5"I3E IE 2d

Technical surfacing

Detailing

Design support

&everse engineering

ANAL5SIS:

?inite element analysis

#lastic flow analysis

Thermal analysis

TOOLIN6> JI6S AND FITURES

In!ection molding tools

#ress tool development

LE6AC5 DATA MI6RATION

8onversion of 0D to 2D models

DESI6N MAINTENANCE:

5ngineering H process documentation



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COMPETITORS INFORMATION:

#BA"TI8 DIJI"I+E

TA?5 D+DDA*ABBA#-&9

"-EDA&AE #BA"TI8

ETT?

*AE3AB+&5 #BA"TI8

T3*B

D5E"+E

"5&+#-E59.

TOOLIN6 DIVISION

ETT?.

TA?5.

A"T5& 8&A?T.

INFRASTRUCTURE FACILIT5

At the *#B summit in Eovember 011; we started to talk about a possible third level of

broadband infrastructure that could be facilitated by *#B. The interesting thing about this

development is that it pretty much represents a full circle, back to where *#B then known as

#B89 began back in the )>/1s.

Transportation company has transportation facilities which are provided to its employees

irrespective of the shift timings.

8anteen facilities canteen facilities are also provided to the employees.

The organization shall determine provide and maintain the infrastructure needed to achieve

conformity to product requirements. Infrastructure includes, as applicable

a9 *uilding, workspace and associated utilities,

b9 #rocess equipment both hardware and software9, and



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c9 "upporting services such as transport or communication9.

A8%I5J55ET H A$A&D

*#B AD as established, documented, implemented and maintained an 5" as per

requirements of I"+ ):11)011:. ?or adapting to changing circumstances, *#B AD will

periodically review C evaluate its 5" in order identity the opportunities for improvement and

their implementation. In fulfilling the corporate mission, *#B AD reasserts its commitment to

preserve and protect the earth6s natural environment while designing, manufacturing and supply

of in!ection moulded parts. I"+ ):11)011: emphases on, pollution prevention, conservation of

resource, sustainable development, pollution of air, water, land noise etc.

I"+ *#B is correctly adhered to the I"+ /111 standard that aims at stabilizing the process andalso working at a steady rate to achieve the T" )


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MEANIN6 OF PERFORMANCE APPRISAL

#erformance appraisal is a systematic, periodic and so far as humanly possible, an impartial

rating of an employee6s excellence in matters pertaining to his present !ob and to his

potentialities for a better !ob.

3enerally, appraisal of employee is made by the supervisor or senior bosses once or twice

in a year

SCOPE OF T*E STUD5

The study covers both staff and executives of the *#B ltd Automation Division

*angalore. ?eedback will be collected from the employees of different departments through the

questionnaire who are undergoing performance appraisal system, which is very useful for the

management to analyze the strength and weakness of an employee.

RESEARC* DESI6N

The research design provides the plan, structure and strategy of investigation. #urposing to

answer questions and control variance.

P!rp$se: here 're ;'s#( +$ p!rp$ses

). To provide answer to the research questions.

0. To control variance.

Rese'r(h &eh$"$)$-,:

Me'n#n- $% rese'r(h: a systematic search for an answer to a question or a solution to a

problem is called research.

De%#n##$n:

&esearch simply means a search for facts answer to questions and solutions to problem, it is

purposive investigation. It is an organized enquiry. It seeks to find explanation to unexplained

phenomenon, to clarify the doubtful facts and to correct the misconceived facts.



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Un#erse:

According to the dictionary meaning all existing things, all creation, and all mankind.

In research, universe is a particular place or area study could be conducted, because in

research entire universe cannot be taken because it takes of time to study entire thing.

"o the universe of this study is *#B BTD A-T+ATI+E DIJI"I+E and the

employees from the different departments.

SAMPLIN6:

"ampling involves the selection of a few items from a particular group to be studied

with a view to obtaining relevant data, which help in drawing conclusions regarding the

entire group. Thus statistical forms the initiative portrayal or cross selection of the total

group from which it was selected. The total group from which the sample was selected

and it is called a population universe or a supply. It has two kinds

S'&p)#n- @s'&p)#n- "es#-n

"tratified random sampling

8luster sampling

D'' ($))e(#$n

Me'n#n- $% "'':

The search for answer to research questions calls of collection of data. Data are

facts, figures and other relevant materials, past and present, serving as bases for study and

analysis.

Tools for data collection

)9 +bservation

09 Informal interview with executives

29 Questionnaire

:9 8heck list

GOVERNMENT BOYS COLLEGE 2=


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;9 Questionnaire

The tools used by the researcher are observation and questionnaire method.

L#'#$n $% he s!",

According to the researcher the study was time consuming, so that there is only single

limitation for the student.

GOVERNMENT BOYS COLLEGE 2>


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1. T';)e 0.1 sh$+#n- he -en"er +#se "#sr#;!#$n $% resp$n"ens.

SI NO 6ENDER NO.OF

RESPONDENTS

PERCENTA6E

A M')e 0

B Fe&')e 1

T$') 1

Above table shows the gender classification in the *#B ltd that how many male

respondents are there and how many female respondents.

The table reflects that /1N of the respondents are male and )1N of the respondents

are females.

?rom the above table we can say that male employees are in a ma!ority at *#B

Industry while fewer women are employed at *#B.

2. T';)e 0.2 sh$+#n- he '-e $% he resp$n"ens

GOVERNMENT BOYS COLLEGE 2/


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According to the dictionary age means 4the length of time a person has lived or a thing existed.6

And above table shows the age classification of the employees in the industry.

Table no. :.0 , shows that :0N of the respondents fall in the age group of below 21,

2>N of the respondents falls in the age group of 2):1 , )1N of the respondents falls in the

age group of :);1, and )1N of the respondents falls in the age group of ;) Cabove

The table shows that ma!ority of the employees in *#B are of young age i.e.

below21 age group .

?rom this table we can say that most of the employees are fresh blood with new ideas

and they can perform well after getting some experience.

GOVERNMENT BOYS COLLEGE

SI NO A6E NO.OF

RESPONDENTS

PERCENTA6E

1 Be)$+ 3 21 02

2 310 1 3

3 01 1

0 1 @';$e 1

T$') 1

:1


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3. T';)e 0.3sh$+s he e"!('#$n

SI NO EDUCATIONAL

UALIFICATION

NO.OF

RESPONDENTS

PERCENTA6E

1 D#p)$&' 13 2

2 6r'"!'#$n 1 3

3 P$s -r'"!'#$n 11 22

0 Oher 11 22

T$') 1

GOVERNMENT BOYS COLLEGE :)


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According to the employees 21N of employees are having below ; years of experience, ):N

of the employees are having N of the employees are having

))); years of experience, and 0>N of the employees are having more than ); years of

experience.

. T';)e 0. sh$+s he M'r#') s'!s $% he e&p)$,ees.

SI NO M'r#') s'!s NO.OF

RESPONDENTS

PERCENTA6E

A M'rr#e" 31 2

B Un&'rr#e" 1 3

T$') 1

According to A.E."harma 'marriage is a sacrament in which women and men are bound in a

permanent physical social bound in a permanent physical social purpose for sexual pleasure.

Above table shows the marital status of the employees who are working at *#B. The table

shows that N of the respondents are unmarried.

GOVERNMENT BOYS COLLEGE :2


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.

.T';)e 0. sh$+s he '+'reness '&$n- he e&p)$,ees ';$! he

per%$r&'n(e 'ppr'#s') s,se& #n he $r-'n#'#$n.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 1

B N$

T$') 1

Table no. :.< shows the awareness of performance appraisal system in the organization i.e. all

employees of the organization know this system very well.

It shows all employees of the organization aware about this system.

GOVERNMENT BOYS COLLEGE ::


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4. T';)e 0.4 sh$+s he In(en#es re(e#e" ;, he e&p)$,ees '(($r"#n- $ he#r

per%$r&'n(e.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 3 42

B N$ 10 2

T$') 1

Above table depicts that =0N employees says that they got incentives on their performance and

0>N employees says that they did not have any incentives on their performance.

?rom the above table we can analyze the performance of the employees in the organization.

GOVERNMENT BOYS COLLEGE :;


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. T';)e 0. sh$+s he %ee";'(G $% per%$r&'n(e 'ppr'#s') -#en $ he

e&p)$,ees.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 0 2

B N$ 0

T$') 1

Above table shows the percentage of the employees who get the feedback of performance

appraisal in *#B ltd. According to the above table /0N employees says that they get feedback

and >N employees say, they don6t get the feedback of performance appraisal.

?eedback after performance appraisal process is very important for the employees because its

shows areas in which improvement is needed.

GOVERNMENT BOYS COLLEGE :


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. T';)e 0. sh$+s he per%$r&'n(e 'ppr'#s') #&p'( $n he ('reer

"ee)$p&en $% he e&p)$,ees.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 0

B N$ 1

T$') 1

Above table shows the impact of performance appraisal on the career development of the

employees.

?rom the above table we can say that /1N of the employees agreed that periodic performance

appraisal helps to improve the current performance of the employees and )1N employees have

not agreed with it.

?rom the above analysis we can conclude that the periodic performance appraisal plays a very

important role in improving performance of the employee.

GOVERNMENT BOYS COLLEGE :=


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1. T';)e 0.1 sh$+s he e&p)$,ees h'pp#ness $r s'#s%'(#$n )ee)

$+'r"s presen r'#n- s,se&.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 2

B N$ 22 00

T$') 1

Above table shows the employees satisfaction towards present rating system.

Above table shows that ;


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11. T';)e 0.11 sh$+s he r$)e $% &$#'#$n #n #&pr$#n- he per%$r&'n(e $%

he e&p)$,ees.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 0

B N$ 1 2

T$') 1

Above table shows the role of motivation in improving the performance of the employees.

?rom the above table we can analyze that />N of they are agreed that motivation is

important to improve the performance, only 0N of the employees are not agreed.

GOVERNMENT BOYS COLLEGE :/


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12. T';)e 0.12 sh$+s he sr$n- )#nG'-e ;e+een per%$r&'n(e 'n" re+'r"s.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 31 2

B N$ 12

C N$ s!re 13 2

Total ;1 )11N

Above table shows the linkage between performance and rewards. ?rom the above table it is

clear that


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13. T';)e 0.13 sh$+s he per%$r&'n(e 'ppr'#s') s,se& !se%!)ness %$r

e&p)$,ees $er')) "ee)$p&en.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 0

B N$

C N$ s!re 2 0

Total ;1 )11N

Above table shows the performance appraisal system usefulness for employee6s development.

According to the table /


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10. T';)e 0.10 sh$+s he 'ppr'#s') s,se& he)p%!)ness $ re'(h he $;e(#es $% he$r-'n#'#$n.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

A 5es 0

B N$ 1

T$') 1

Above table depicts the appraisal helpfulness to reach the ob!ectives of the organization.

According to the above table /1N employees have agreed that performance ob!ective help

them in accomplishing the pro!ected goals and )1N employees have not agreed that.

GOVERNMENT BOYS COLLEGE ;0


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1. T';)e 0.1 sh$+s he essen#') per#$" $% per%$r&'n(e 'ppr'#s') s,se& #n

he $r-'n#'#$n.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

1 M$nh), 12

2 !'rer), 14 30

3 *')% ,e'r), 14 30

0 5e'r), 1 2

T$') 1

Above table shows the period of performance appraisal system essential in the organization.

According to above table )0N employees agreed monthly performance appraisal, 2:N

employees says quarterly, 2:N employees agreed for once in half yearly and 0o employees

agreed for yearly once appraisal system.

GOVERNMENT BOYS COLLEGE ;2


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T';)e 0.14 sh$+s he per%$r&'n(e 'ppr'#s') s,se& !se%!)ness %$r e&p)$,eeKs

pers$n') "ee)$p&en.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

1 A-ree 3 4

2 Sr$n-), '-ree 1

3 D#s'-ree 3

0 Sr$n-),

"#s'-ree

T$') 1

Above table shows the performance appraisal system usefulness for employee6s personal

development. According to the table =>N employees are agreed that appraisal system is helpful

for personal development, )


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T';)e 0.1 sh$+s he per%$r&'n(e 'ppr'#s') s,se& he)ps $ #"en#%, he

r'#n#n- 'n" "ee)$p&en nee"s $% he e&p)$,ee.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

1 A-ree 3 42

2 Sr$n-), '-ree 1 2

3 D#s'-ree 0

0 Sr$n-),

"#s'-ree

T$') 1

Above table shows that the appraisal system helps to identify the training and development needs

of the employees. According to the above table =0N of the employees are agreed that appraisal

system helps to identify the periodic training and development needs, 01N are strongly agree,

>N are disagree $ith the above statement.

GOVERNMENT BOYS COLLEGE ;


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1. T';)e 0.1 sh$+s he ;es &eh$" $% per%$r&'n(e 'ppr'#s') s,se&.

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

1 3"e-ree

'ppr'#s')

4 10

2 Se)% 'ppr'#s') 23 0

3 R'nG#n- &eh$" 1 3

0 MBO 1

T$') 1

Above table shows the best method of performance appraisal system.

According to table ):N are feel that 2


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T';)e 0.2 sh$+s he #n%)!en(#n- %'($rs $% per%$r&'n(e 'ppr'#s').

SI NO OPTIONS NO.OF

RESPONDENTS

PERCENTA6E

1 S')'r, 1 32

2 C'reer

"ee)$p&en

20 0

3 W$rG

en#r$n&en

1

0 N$n &$ne'r,

;ene%#

1 2

T$') 1

Above table shows the influencing factors of performance appraisal. According to table 20N employees feel salary is the influencing factor, :>N agreed that career

development, )>N agreed work environment, and 0N agreed that non monetary benefit is the

influencing factor.

GOVERNMENT BOYS COLLEGE ;>


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FINDIN6S:

5mphasis has been placed on the impact of performance appraisal on employee

development in *#B ltd as evident during the period of the data collection.

3eneral findings

)9 According to the study it has been found that /1N of the employees in *#B ltd are male

being a manufacturing unit it involves physical force9.

09 a!ority of the employees in *#B ltd are young and fresh blood.

29 a!ority of the employees are Diploma and 3raduation.

:9 21N of the employees are below ;years experience.

;9 a!ority of the employees are married.

"pecific finding

9 /0N of employees agreed that feedback helps to improve current performance.



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/9 ;N of the employees are agreed that motivation plays a vital role in improving performance

at work.))9


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S!--es#$ns:

). ?eedback of performance appraisal should be given to the employees so that they can improve

their performance based on the appraisal.

0. After performance appraisal there should be training C development programme to employees

by that they can achieve )11N target.

2. #erformance appraisal should be conducted regularly C should not be conducted for

documentation purpose.

:. #erformance appraisal should be applied to every department in the organization periodically.

;. #roper training should be given according to the needs of the employees based on performance

appraisal.


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#ersonal appraisal has been considered as a most significant and indispensible tool for an

organization for the information it provides is highly useful in making decisions regarding

various personal aspects such as promotions C merit increases. #erformance measures also think

information gathering C decisionmaking process, which provide a basis for !udging theeffectiveness of personal subdivisions, such as recruitment, selection training C compensation.

?rom performance appraisal employee can know where he is standing what are his weak

points so that we can improve his performance C he can also know that where he can reach C it

helps the employee in career as well as personal development of the employee.

BIBLIOGRAPHY

Reference Book

SLNO BOO=S AUT*OR PUBLICATION

) %uman resources F.Aswathappa TATA c3raw %IBB



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management

0 #ersonnel C human resource "ubbha &ao %imalaya

2 &esearch methodology 8.&.Fothari Eew Age International

OT*ERS

8ompany *roachers

*usiness agazines

#revious records

WEBSITE

+++.BPL AUTO.($&

+++.BPL WORLD.($&

WWW.BPL.CO.IN

ANNEXURE

UESTIONNAIRES

PART 1

A. PERSONAL INFORMATION:

1.Eame of the respondents

0. 3ender aleH?emale

2. Age in years9



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a9 *elow 21 b9 2):1

c9 :);1 d9 ;)C above

:. 5ducation qualification a9 Diploma b9 3raduation

c9 #ost graduation d9 Any other specify9

;. $ork experience including past experience9

a9 *elow ;years b9


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0). #erformance appraisal system helps to identify the training C development needs of the

employee

a9 Agree b9 "trongly agree

c9 Disagree d9 strongly disagree

00. Did you agree that the performance appraisal helps to develop new skills C knowledgeO

a9 Agree b9 "trongly agree

c9 Disagree d9 strongly disagree

02. $hat is your opinion about present performance appraisal systemO

a9 Jery good b9 3ood

c9 "atisfactory d9 Dissatisfactory

0:. %ow is your relationship with your subordinatesO

a9 3ood b9 "atisfactory c9 -nsatisfied

0;. Influencing factors on performance of an employee are

a9 "alary b9 8areer opportunity

c9 +rganization cultureH$ork environment d9 Eonmonetary benefit

0. #lease find listed below certain statements of the appraisal system.



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a9 Is the basis for promotion

b9 Is the basis for salary revision

c9 Identify the potential in the individual

d9 %elps in improving ones performance e9 %elps in achieving the personal ob!ectives.

Thank you for your cooperation to my studies

Mohmed Yakub

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